So... Tell me about your experiences with the different project environment.... or give me some suggestions about other terms that I can help you understand.
I have lived through Waterfall, Spiral and now live in the Agile process. The aggravating factor is the redefining of similar processes and having to learn the new terminology. The part of the process that I really appreciate is the flexibility and continuous improvement of the delivered items. I can remember several times in Waterfall and Spiral where problems or improvements were identified early on but there was no way to fix those problems until after the delivery of the product. I remember being scolded once for identifying a safety related problem, identifying a no cost fix, documenting the fix and sending it out to the already delivered customers because the spiral cycle had not ended yet. A month later, the PM sent my document out again to the same people as an "approved" fix.
Chad, Thanks for your comments and I do agree with your identification of the "aggravating factor".... What I will suggest is that I believe we are still in the growth cycle of this discipline. PMBOK v7 (the latest release) moves away from the the prescriptive nature of knowledge areas and processes, and acknowledge that teams may operate anywhere on the prescriptive to adaptive continuum, and thus, every team is a hybrid and every team needs to a tailor artefacts and processes to meet their unique situation, product, environment etc. Now there are a set of 12 principles and they should be applied to create value. It's up to the team/organization to determine what works best for them. I suspect that nature of the scolding received may have been related to the fact that you sent out the communication without consulting with the PM before doing so... but I wasn't there and I don't know the context. My recommendation: keep being brave, keep finding inefficiencies and errors and identify relevant corrections, but communicate and socialize actions/intentions inside your team before you go outside the team. Good luck.
@@Projerra it was within my responsibility to communicate and troubleshoot problems with customers. It came down to the fact that the PM was a glory hog. They knew what I was doing before I had done it as it was discussed with them beforehand.
I just discovered this beautiful channel. Ma'am please make more videos, your practical approach really opens up new ways of thinking for a Newbie like me in to the Data Analytics field.
Lean may be considered an agile approach.... on the other hand, in my experience, six sigma is about operations and ensuring that the corporate production approach creates output that falls within the defined limit and six sigma projects are aimed at improving the cosistency and reliability of a business process so that it reduces variation and increases consistency. In order words... six sigma is the motivation or driver for a project, and is an approach that may be used to measure project outcomes but is not a method for delivering project results.
@@Projerra So if a particular SDLC is implemented through Safe methodology how is six Sigma praticioner helping in this. I have found out this in one of the project in my company where I am not part of it. Also can you implement lean over safe methodology or it has to be practiced as separate methodology on sldc. Thank you always for your response❤️🙏
@@nasrullahturke4480 excellent questions... To me, lean is a mindset... do only what is necessary, as much as is necessary, and nothing more. The challenge comes in that different people and different approached think different steps/artefacts/meetings/processes are important or meaningless. You and your colleagues need to discuss what is important. As a six sigma practitioner, you can add value to any project. IMO, your roles is similar to a quality assurance practitioner. You monitor to ensure that processes are followed, that artefacts are created, that metrics are collected, etc.... you study the metrics to see if the process is followed and you make recommendations for improvement in consistency. For example, if the SAFe processes says that person 1,2, & 3 are involved in decisions of type T, you look for evidence that it is happening and report that X/Y decisions involved all three people. If the process says that a program increment should have N iterations, report on how often it had more or less than the agreed upon iterations and if there was a justification... It's may sound a little contradictory but all approaches are about finding efficiencies in the work place. Six Sigma believes in efficiency through consistency... Lean is about efficiency through minimalization and agile is efficiency through adaption. Hope that helps
So... Tell me about your experiences with the different project environment.... or give me some suggestions about other terms that I can help you understand.
I have lived through Waterfall, Spiral and now live in the Agile process. The aggravating factor is the redefining of similar processes and having to learn the new terminology. The part of the process that I really appreciate is the flexibility and continuous improvement of the delivered items. I can remember several times in Waterfall and Spiral where problems or improvements were identified early on but there was no way to fix those problems until after the delivery of the product. I remember being scolded once for identifying a safety related problem, identifying a no cost fix, documenting the fix and sending it out to the already delivered customers because the spiral cycle had not ended yet. A month later, the PM sent my document out again to the same people as an "approved" fix.
Chad, Thanks for your comments and I do agree with your identification of the "aggravating factor".... What I will suggest is that I believe we are still in the growth cycle of this discipline. PMBOK v7 (the latest release) moves away from the the prescriptive nature of knowledge areas and processes, and acknowledge that teams may operate anywhere on the prescriptive to adaptive continuum, and thus, every team is a hybrid and every team needs to a tailor artefacts and processes to meet their unique situation, product, environment etc. Now there are a set of 12 principles and they should be applied to create value. It's up to the team/organization to determine what works best for them.
I suspect that nature of the scolding received may have been related to the fact that you sent out the communication without consulting with the PM before doing so... but I wasn't there and I don't know the context. My recommendation: keep being brave, keep finding inefficiencies and errors and identify relevant corrections, but communicate and socialize actions/intentions inside your team before you go outside the team. Good luck.
@@Projerra it was within my responsibility to communicate and troubleshoot problems with customers. It came down to the fact that the PM was a glory hog. They knew what I was doing before I had done it as it was discussed with them beforehand.
I just discovered this beautiful channel.
Ma'am please make more videos, your practical approach really opens up new ways of thinking for a Newbie like me in to the Data Analytics field.
Glad you appreciated it.
Hello Mam
What about six Sigma or lean approach. Are these approach also agile or they fall into different class
Lean may be considered an agile approach.... on the other hand, in my experience, six sigma is about operations and ensuring that the corporate production approach creates output that falls within the defined limit and six sigma projects are aimed at improving the cosistency and reliability of a business process so that it reduces variation and increases consistency. In order words... six sigma is the motivation or driver for a project, and is an approach that may be used to measure project outcomes but is not a method for delivering project results.
@@Projerra So if a particular SDLC is implemented through Safe methodology how is six Sigma praticioner helping in this. I have found out this in one of the project in my company where I am not part of it.
Also can you implement lean over safe methodology or it has to be practiced as separate methodology on sldc.
Thank you always for your response❤️🙏
@@nasrullahturke4480 excellent questions... To me, lean is a mindset... do only what is necessary, as much as is necessary, and nothing more. The challenge comes in that different people and different approached think different steps/artefacts/meetings/processes are important or meaningless. You and your colleagues need to discuss what is important.
As a six sigma practitioner, you can add value to any project. IMO, your roles is similar to a quality assurance practitioner. You monitor to ensure that processes are followed, that artefacts are created, that metrics are collected, etc.... you study the metrics to see if the process is followed and you make recommendations for improvement in consistency. For example, if the SAFe processes says that person 1,2, & 3 are involved in decisions of type T, you look for evidence that it is happening and report that X/Y decisions involved all three people. If the process says that a program increment should have N iterations, report on how often it had more or less than the agreed upon iterations and if there was a justification...
It's may sound a little contradictory but all approaches are about finding efficiencies in the work place. Six Sigma believes in efficiency through consistency... Lean is about efficiency through minimalization and agile is efficiency through adaption. Hope that helps
@@Projerra Wonderfully answered mam. It did helped ❤️ Thanks alot once again🙏